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Cash
Including some forgotten truths…
      Richard Wadman, Director
   Francis Clark LLP with Winter Rule
Cash - presentation

• “Cash is the lifeblood of a
  business”
  –   Cash v Profit
  –   “Mind the gap”
  –   Funding sources
  –   Investment readiness

• Q&A
Cash is the lifeblood of business

  – Chelsea
    announce
    £67.7million
    loss (By MirrorFootball,
     31/01/12)
But at some stage profit (surplus) is required?




    “UK Total Government Debt for
    end FY 2012: £1.046 trillion”
Cash v Profit

• A profitable first                                  £          £
  year…
                       Turnover                            150,000
                       Cost of sales      50%              (75,000)
                       Gross Profit                          75,000

                       Overheads
                           Wages                (20,000)
                           Premises              (5,000)
                           Other                (10,000)
                           Depreciation         (10,000)
                                                           (45,000)

                       Net profit                           30,000
Cash v Profit

• But no cash…                                              £          £

                 Fixed Assets (Note 1)                            40,000

                 Debtors                                30,000
                 Stock                                  15,000
                 Prepayments                             5,000
                                                        50,000

                 Bank overdraft                     (60,000)

                                                                 (10,000)

                 Net Assets                                       30,000

                 1. Plant and machinery, fixtures etc
Cash v Profit

• How?
                                                     £
          Profit                                30,000
          Depreciation                          10,000
                                                40,000

          Working capital                      (50,000)
              (stock, debtors and prepayments)

          Fixed asset expenditure              (50,000)

          Cash deficit                         (60,000)
Cash v profit

• Profit and loss shows profit generated in a period.
  E.g.,
  – Revenue recognised when earned (sale made)
  – Costs recognised against revenue and/ or time
• Cash flow based on cash payments and receipts
Cash v Profit

• ‘Accounting concepts’ to give us
  ‘profit for the period’
  – Depreciation
  – Debtors
  – Stock
  – Prepayments
‘Mind the gap’

• Understand difference b/w
  cash and profit
• Understand ‘value’ of the
  balance sheet
• Project forward

  – Cash requirement?
Mind the gap

• Is £60k the worse
  position?
• Timing is
  everything…
Mind the gap

• The worse                                                              £

  position?             Opening cash                                     0

  – Assume capital      Fixed asset expenditure                   (60,000)
    expenditure and
                        Stock (initial), say                      (30,000)
    stock paid for in
    advance of sales    Wages, say 3 months                        (5,000)

  – Say 3 months to     Other costs, say 3 months                  (2,500)
    get ‘set up’
                        Rent, prepayment                           (6,000)
  – Rent prepayment
                        Cash deficit                             (103,500)

                        Note: VAT at 20% assumed on expenditure (exc wages)
Mind the Gap

• Identifying ‘cash requirement’
  – Monthly profit and loss, cash flow and balance sheet
    forecasts
  – Do not forget about profit v cash
  – Do not forget about tax (VAT and tax on profits)
Funding

• Match funding requirement to funds sought
  – “Clearly, Northern Rock's reliance on wholesale
    funding, and the 'borrow short, lend long' approach to
    managing its business risks, were both huge risks.”
    (http://openlearn.open.ac.uk/mod/oucontent/view.php?id=401804&section=4.2)



• Funding types (general)
  – Grant
  – Debt (overdraft to term loans and mortgages)
  – Equity
Funding
• Debt
  –   Interest and capital
  –   Term or repayable or demand
  –   Secured or unsecured
  –   Asset Finance
  –   Invoice Discounting
  –   Government initiatives to stimulate bank lending
       • Enterprise Finance Guarantee Scheme, National Loan Guarantee
         Scheme, “Funding for Lending” (part of £140bn)
  – Bank lending to UK businesses falling…
Funding
• “It’s an equity proposition” – 2007/08 onwards

• Equity
  – Share in risks and rewards/ Part owners
  – “Family, Friends and Fools” through to Private Equity
  – “Government” stimuli
     • Business Angels – EIS/ SEIS
     • Venture Capital – Business Growth Fund
  – Virtual networks – e.g., Crowdcube
  – Angel networks – SWAIN and GAIN
Grants

•   Non-repayable finance
•   Cornwall has grant funding – see hand-out
•   Some national schemes “in funds”
•   Not all businesses eligible
Investment ready



                     Understand
                       funding
      Understand
                       options
         your
                    available and
     requirements
                       funders
                    requirements
Investment ready - general

• Business Case to the fore
  –   Business Plan and Financial Projections
  –   Team: ability to deliver
  –   Market research
  –   ‘Route to Market’
  –   Why you are going succeed (acknowledge risks as well?)
• Compliance and Legal
  – VAT, PAYE/NI, Books and records
  – IPR ownership etc.
Investment ready – a few specifics

• Debt
  – Ability to repay
  – Security
• Equity
  – Value
  – Exit route?
• Grant
  – Eligibility
Summary

• A sustainable business delivers profit
   – But profit does not equal cash
• To survive that business must be
  adequately funded
   – Understand financing requirements
     and look to match with funding
• There is a ‘tax tale’ but that is for
  another day…
   – plus is carbon the future currency?
Questions


•Q&A

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Cash, by Richard Wadman of Francis Clark LLP with Winter Rule

  • 1. Cash Including some forgotten truths… Richard Wadman, Director Francis Clark LLP with Winter Rule
  • 2. Cash - presentation • “Cash is the lifeblood of a business” – Cash v Profit – “Mind the gap” – Funding sources – Investment readiness • Q&A
  • 3. Cash is the lifeblood of business – Chelsea announce £67.7million loss (By MirrorFootball, 31/01/12)
  • 4. But at some stage profit (surplus) is required? “UK Total Government Debt for end FY 2012: £1.046 trillion”
  • 5. Cash v Profit • A profitable first £ £ year… Turnover 150,000 Cost of sales 50% (75,000) Gross Profit 75,000 Overheads Wages (20,000) Premises (5,000) Other (10,000) Depreciation (10,000) (45,000) Net profit 30,000
  • 6. Cash v Profit • But no cash… £ £ Fixed Assets (Note 1) 40,000 Debtors 30,000 Stock 15,000 Prepayments 5,000 50,000 Bank overdraft (60,000) (10,000) Net Assets 30,000 1. Plant and machinery, fixtures etc
  • 7. Cash v Profit • How? £ Profit 30,000 Depreciation 10,000 40,000 Working capital (50,000) (stock, debtors and prepayments) Fixed asset expenditure (50,000) Cash deficit (60,000)
  • 8. Cash v profit • Profit and loss shows profit generated in a period. E.g., – Revenue recognised when earned (sale made) – Costs recognised against revenue and/ or time • Cash flow based on cash payments and receipts
  • 9. Cash v Profit • ‘Accounting concepts’ to give us ‘profit for the period’ – Depreciation – Debtors – Stock – Prepayments
  • 10. ‘Mind the gap’ • Understand difference b/w cash and profit • Understand ‘value’ of the balance sheet • Project forward – Cash requirement?
  • 11. Mind the gap • Is £60k the worse position? • Timing is everything…
  • 12. Mind the gap • The worse £ position? Opening cash 0 – Assume capital Fixed asset expenditure (60,000) expenditure and Stock (initial), say (30,000) stock paid for in advance of sales Wages, say 3 months (5,000) – Say 3 months to Other costs, say 3 months (2,500) get ‘set up’ Rent, prepayment (6,000) – Rent prepayment Cash deficit (103,500) Note: VAT at 20% assumed on expenditure (exc wages)
  • 13. Mind the Gap • Identifying ‘cash requirement’ – Monthly profit and loss, cash flow and balance sheet forecasts – Do not forget about profit v cash – Do not forget about tax (VAT and tax on profits)
  • 14. Funding • Match funding requirement to funds sought – “Clearly, Northern Rock's reliance on wholesale funding, and the 'borrow short, lend long' approach to managing its business risks, were both huge risks.” (http://openlearn.open.ac.uk/mod/oucontent/view.php?id=401804&section=4.2) • Funding types (general) – Grant – Debt (overdraft to term loans and mortgages) – Equity
  • 15. Funding • Debt – Interest and capital – Term or repayable or demand – Secured or unsecured – Asset Finance – Invoice Discounting – Government initiatives to stimulate bank lending • Enterprise Finance Guarantee Scheme, National Loan Guarantee Scheme, “Funding for Lending” (part of £140bn) – Bank lending to UK businesses falling…
  • 16. Funding • “It’s an equity proposition” – 2007/08 onwards • Equity – Share in risks and rewards/ Part owners – “Family, Friends and Fools” through to Private Equity – “Government” stimuli • Business Angels – EIS/ SEIS • Venture Capital – Business Growth Fund – Virtual networks – e.g., Crowdcube – Angel networks – SWAIN and GAIN
  • 17. Grants • Non-repayable finance • Cornwall has grant funding – see hand-out • Some national schemes “in funds” • Not all businesses eligible
  • 18. Investment ready Understand funding Understand options your available and requirements funders requirements
  • 19. Investment ready - general • Business Case to the fore – Business Plan and Financial Projections – Team: ability to deliver – Market research – ‘Route to Market’ – Why you are going succeed (acknowledge risks as well?) • Compliance and Legal – VAT, PAYE/NI, Books and records – IPR ownership etc.
  • 20. Investment ready – a few specifics • Debt – Ability to repay – Security • Equity – Value – Exit route? • Grant – Eligibility
  • 21. Summary • A sustainable business delivers profit – But profit does not equal cash • To survive that business must be adequately funded – Understand financing requirements and look to match with funding • There is a ‘tax tale’ but that is for another day… – plus is carbon the future currency?